The development of the COVID-19 vaccine is an example — probably an extreme one — of the importance of leadership and team commitment to achieving breakthrough results.

Typically, it takes about ten years for a vaccine to get to market. But Pfizer’s COVID-19 vaccine took less than a tenth of that time. And, the vaccines developed by Moderna and AstraZeneca have been on a similar schedule. In the face of the global pandemic, all three have been developed in far less time than anyone thought possible.

There are two critical lessons for leaders here, with implications beyond COVID-19. The first is that leaders have an essential role in redefining what is possible and encouraging people to pursue solutions beyond old, familiar ways of working, which are often not adequate to solve unprecedented problems. The second is that it’s fundamental to establish a shared sense of commitment and direction for a group of people to become a dedicated team that works together creatively and efficiently.

No doubt, Albert Bourla, the CEO of Pfizer (pictured above), has helped redefine what is possible. Reportedly, Mr. Bourla was not satisfied when told that the vaccine for COVID-19 would be ready only by mid-2021. He told his senior management that people tend to underestimate what they can achieve and that his team was capable of much more. And as we can all see now, Mr. Bourla was right.

Simultaneously, the pandemic provided a catalyst that gave a common purpose to Pfizer’s team as they worked to develop and produce the vaccine.

But what happens in a different context, when a collective crisis is not so obvious? Can leaders still shape a common purpose? In those situations, what we might call genuine leaders are especially important. These are leaders who follow their convictions and passions and establish relationships with their teams openly and authentically. These leaders know how to create a shared purpose and the conditions that empower each of their team members to give their best.

This kind of leadership is not about having “charisma” or “executive presence.” Nor is there a universal formula to follow. It’s something that takes work and dedication but can be developed with practice and intention. Each person can develop their genuine, unique style of leading.

But beyond the specific character of each leader, we find some common traits. Recently, in preparation for my book The Expanding Circle, I interviewed more than three dozen “genuine” leaders and found some common threads:

Lead with your story. Genuine leaders tend to have a good understanding of themselves, their values, passions, and motivations. Leading from their passion gives them internal harmony, strength, and resilience. At the same time, their teams perceive them as genuine, which helps foster trust.

Many of these leaders are also good at articulating who they are and what they care about in a personal story. That articulation allows team members to make sense of who their leader is, and it helps them relate to her as a person — beyond her formal authority.

Mr. Bourla’s story was well-known to Pfizer’s employees long before the pandemic. Originally from Greece, he never imagined that he would end up running a pharmaceutical giant. In fact, his original training was as a veterinarian. But once he arrived at Pfizer, his self-knowledge told him that this was the place for him. And according to many people in his team, Mr. Bourla is friendly with colleagues at all levels and always ready to engage in open conversations.

Articulate a common purpose. Genuine leaders spend much of their time listening. Not listening passively, but actively spending time with staff, asking questions, seeking to understand their motivations and stories.

Based on this understanding of others and a clear idea of the objective to be achieved, these leaders create and share a narrative that gives meaning to the joint work, a common direction that facilitates collaboration.

In a way, COVID-19 made it easy for Mr. Bourla and his leadership team to articulate a story that facilitates a common goal and fosters commitment. The importance of the vaccine endeavor was evident for everyone. But at every opportunity, both in person and in writing, Mr. Bourla reminded his team what was at stake, why they needed to do more, and that is was needed faster.

Empower others. Genuine leaders create the conditions for others to take the initiative, be creative, and contribute their best. They do not micromanage but rather work to guide and empower others.

During the development of the vaccine, Pfizer’s team met biweekly. There were no set agendas. The goal was to allow open participation and encourage everyone to share their views. This helped underscore the shared commitment to their goal, and it demonstrated that everyone’s engagement was critical to collective success.

COVID-19 is still with us, and we continue to learn how to deal with it every day. Indeed, it will leave scars, but it will also drive some positive lessons. Among them, we can explore new horizons and redefine what is feasible when we face unique and even unprecedented challenges.

We can be sure that COVID-19 will not be the last crisis that demands new ways of thinking and working. And genuine leaders, such as Mr. Bourla, will be especially well-positioned to motivate their teams to challenge themselves and achieve breakthrough results.

While everyone else on the field was playing soccer, Diego Maradona was performing art.

Consider the famous “Goal of the Century” during the 1986 World Cup. At minute 55 of the Argentina vs. England match, Maradona received a pass on the Argentine end of the field and swiftly and deftly makes his way to the English side, eluding the defenders and goalkeeper to kick the ball into the goal. All along, he keeps the ball so close it’s as if it were tied to his left foot. He is always one or two steps ahead of his rivals, almost in another dimension. He is fully present, in his natural environment — the soccer field — enjoying and expressing himself.

Had they not seen it with their own eyes, most people would have said that a goal like that was impossible, especially during a World Cup against a high-performing team such as England. But Maradona’s mindset on the field was different. Diego, as most Argentines call him, allowed himself to explore and unleash his full creativity on the field, pushing the boundaries as a player.

Maradona connected with his exploration mindset. UC Berkeley professor Alison Gopnik talks about this mindset as typical of our early childhood, when we first explore the world to gather information. Here, we live fully in the present moment: we are enchanted by the nuances and details of our environment and completely open to new ideas. On the other hand, as adults, we tend to adopt an exploitation mindset where we work to accomplish a task within the rules and conventions of society. That is, we exploit the data we already have in service of a task at hand. We tend to focus on the objective more than being present.

The most innovative entrepreneurs and leaders take a Maradona-like approach. They manage to combine both their exploration and exploitation mindsets. They understand that they need to score a goal to win the game. They know the rules of the game inside and out, even when their purpose is to change it. But they can also be fully present: to listen, connect with others, be open to new ideas, and go beyond their comfort zones. Unlike many adults; they continue to explore.

Thinking about Maradona’s mindset when he was at his best as a soccer player, we can highlight a few lessons for leaders and entrepreneurs.

Connect with Your Passion

Maradona found his passion as a little kid when he played ball on the dirt fields of Villa Fiorito, the slum where he was born. For many, it takes longer to find their passion. But when you find it, you get the drive to go the extra mile.

Practice, Practice, Practice

Finding your passion is not something that happens overnight and stays with you forever. It needs to be nurtured over time. As you practice, you get better, and enjoy it more. Maradona was obsessed with soccer. Even though he had natural talent, he would practice longer hours than anybody else. His incredible shots with his left leg were not the product of divine inspiration. They were the fruits of long hours of training.

Exercise Generosity and Foster Trust

Almost everyone who played alongside Maradona described him as a thoughtful leader who had their back. Even his competitors emphasized how caring he was with his peers. After Maradona’s death, a former colleague said he would miss Diego, the human being behind the player, “Especially the calls that always came after losses. Never after the triumphs. He knew that after the triumphs, we didn’t need phone calls. In difficult moments he was always there. After the defeats and in difficult moments, he always told me: ‘Don’t forget that you are the best.’” Maradona emphasized his connection with others. No matter how smart or well prepared you are, you cannot do it all yourself as a leader. You need others to trust you, work with you, and go the extra mile to help you.

Balance Your Exploration and Exploitation Mindsets

When we are young, the exploration mentality causes us always to try new things without worrying about the consequences. Our parents generally offer us security, but they also help define the scope of our exploration. As we become adults, this exploring and risk-taking mentality is also a critical factor that allows us to innovate and excel. Of course, we also need the other mentality, the more practical side, which focuses on results, social rules and conventions.

On the soccer field, Maradona had both an exploitation and exploration mentality. He knew the rules of the game. But he gave free rein to his exploration, too. Through his years of fame and fortune, he could not strike the same balance in his personal life. But without a doubt, as a player, he knew and mastered these two mindsets better than anyone else.

This dynamic between the exploration and exploitation mindsets also applies to business leadership. If we think of entrepreneurial leaders like Steve Jobs or Bill Gates, we can see how they knew the rules of the game but also felt free to innovate and go further.

Getting this balance right is the art of leadership.